This is a company that integrates design and R&D, production and processing, sales and services;
From 2005 to the end of 2015, the company’s assets have increased more than 20 times in 10 years;
has achieved the company’s operating income growth rate and profit for several consecutive years The growth rate maintains rapid growth;
The company's grassroots employee turnover rate has been controlled within 4% for several consecutive years...
This is a company in Jinan, a leading brand in the lighting industry segment - outdoor lighting companies. Jinan Samsung Lighting Co., Ltd. How did
achieve such good data?
company was founded in the 1990s. The conditions were difficult and it was difficult to start a business. The founder and two employees gritted their teeth and persisted! This person is the "parent" of this company - Teacher Jia. Within the company, employees call him Teacher Jia more often. Teacher Jia introduces other people in the company to the outside world, usually children! During the most difficult period of starting a business, employees of the company came and went, which was very unstable, but there were still a few employees who stayed and worked hard with Teacher Jia to contribute their hard work to the company. In 2003, Teacher Jia decided to allocate some shares to entrepreneurial veterans. Teacher Jia said: The idea at the time was that we were in such difficulties at that time, but people still supported us. When the business improves, we should share it with others, not for others. Yes, just to thank them for not leaving!
This is the first equity incentive of Samsung Lighting, in order to thank the entrepreneurial veterans for not leaving the company!
I think this is also a great equity incentive, an equity incentive implemented from the fundamental level of human nature. Although this equity incentive is relatively simple and rough, it has laid a good foundation for Samsung Lighting.
It is said that in 2003, Mr. Jia said that he would give shares to entrepreneurial veterans, and the entrepreneurial veterans were half-believed. It was not until 2004 when dividends were distributed that the entrepreneurial veterans regarded the dividends as year-end bonuses. In 2005, when dividends were distributed based on shares, the entrepreneurial veterans really Realizing that what the boss said is true, we have really become the owners of the company!
At this time, the entrepreneurial veterans made a move that explained the roots of Samsung Lighting's good corporate culture foundation. According to the current group president and chairman of Samsung Lighting, Mr. Li (currently Mr. Jia serves as the chairman of the group and is no longer involved in the specific operations) said: In 2005, when Mr. Jia distributed the second dividend to us, I felt that we could not go in vain. Yes, after all, the investment in the company was made by Mr. Jia. Although we have paid in the past few years, we also received wages. If we are really given shares, we must contribute some money. In this way, in 2005, after briefly calculating the company's factory equipment, inventory, etc., and then discounting it to 10% off, the entrepreneurial veterans (Mr. Li, Mr. Zhao, etc.) truly positioned themselves as shareholders of the company and paid a lot for the company. a lot of! The boss of
is honest and does what he says, even when you don't fully believe it. Employees and bosses have a grateful heart and consistent values. These have more market value than short-term corporate profits!
Immediately afterwards, in 2007, Samsung Lighting implemented the second equity incentive. This equity incentive was mainly for the company's core team, that is, personnel above the director level, and a wider range of employees became shareholders of the company. Let capable people stay in the company, and turn people who are both capable and consistent with the company's values ​​into shareholders of the company. The company does not belong to any one person. Whoever has the ability to lead the company further must be led. ! This is the philosophy that Samsung Lighting adheres to. Don’t seek to be big, but dream in the distance. In 2016, Samsung Lighting was named "China's Small and Beautiful Enterprise in 2015". The second equity incentive has cultivated the backbone of several enterprises for the company. Now, the targets of the second equity incentive have become independent leaders of the company, such as General Manager Liu of Samsung Lighting and General Manager Guan Zhenxuan Bean Products of the group. Manager Huang and others.
In 2014, Samsung Lighting implemented a more extensive third equity incentive. Enterprise equity architect Mr. Zhang Fei said: This time, the equity incentive plan we assisted Samsung Lighting to produce will be a more standardized plan that can continue to adapt to the company's development plan.This plan is mainly for the company's middle-level managers and excellent grassroots employees. The main purpose is to establish the company's talent echelon, that is, to cultivate the company's third echelon. Mr. Li, Chairman of Samsung Lighting, said that this year we will implement it for the fourth time, and the plan is to do it every two years in the future, so that every employee of the company can fully enjoy the benefits of the company's growth.
Speaking of the experience of equity incentives, at the "Taishan Equity Incentive Case Online Sharing Conference" held on May 27, Mr. Liu, general manager of Samsung Lighting, has always emphasized that good corporate culture and management foundation are the key to the implementation of equity incentives of Samsung Lighting. important reason for better results. Yes, this is something everyone at Samsung Lighting recognizes and has been working hard to practice. Colleagues from Samsung Lighting shared with us that since 2005, Mr. Jia’s visits to the company have been relatively few, and responsibilities and powers have been truly decentralized. After the second half of 2008, Mr. Jia has not only participated in necessary shareholder meetings, board of directors and Outside of the quarterly business meeting, Teacher Jia is basically no longer seen in the company, but Teacher Jia has more time for himself. Teacher Jia likes to travel, traveling to one country after another, and it is estimated that he has almost traveled around the world. . However, when you see the data at the beginning of the article, you will find that the company is not only fine, but also developing very well! On the one hand, more people regard the company's affairs as their own and work hard. On the other hand, Samsung Lighting is a learning organization with a very solid management foundation and a complete corporate operation mechanism.
Samsung Lighting is now a provincial high-tech enterprise, the winner of the Red Cotton Award of the China Design Award, and a member of the Advisory Working Committee of the China Illuminating Society. Samsung Lighting has also obtained European CE certification, compulsory product certification, quality management system certification, etc. , currently, Samsung Lighting has more than 100 national patents and national science and technology progress awards.
By understanding the development history and equity incentive implementation experience of Samsung Lighting for more than ten years, everyone will understand the data at the beginning of the article and the achievements achieved at this stage! It's not that a company cannot have a family culture, but in order to pass on this "family" better, we need to have perfect "family rules"! In order to let everyone know more about the implementation experience of equity incentives, we regularly invite entrepreneurs who have implemented it to share their experience with you. We look forward to your participation! The
article is an original article. Please contact the editor of Taishan Management College for reprinting. Anyone without consent will be held responsible for copyright.
